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What are the most significant cases, projects, or transactions that you and your legal team have recently been involved in?

Our legal team recently led one of the most significant milestones in Aeroméxico’s recent history: the successful execution of its dual listing and global equity offering on the Bolsa Mexicana de Valores and the New York Stock Exchange. The transaction marked Aeroméxico’s return to the public markets through a coordinated offering in Mexico and the United States. It was widely recognised as the first Mexican dual-listed IPO in more than a decade, helping to reactivate the country’s equity capital markets for large-scale issuers. It required seamless coordination across multiple jurisdictions, regulators, financial institutions and internal stakeholders, while ensuring robust corporate governance and flawless execution under demanding timelines.

Our work extended well beyond the transaction itself. We led the Company’s transition into a dual-listed public company by implementing the governance, disclosure and compliance framework required to meet ongoing reporting obligations with the U.S. Securities and Exchange Commission and Mexico’s Comisión Nacional Bancaria y de Valores. We successfully completed our first reporting cycle as a public issuer, updated our governance policies and internal controls, and embedded corporate practices consistent with those of a leading global publicly listed airline.

For me, this reflects the true role of an in-house legal team. Our responsibility is not only to manage legal risk, but also to enable the business to seize opportunities with confidence while building the institutional capabilities required for long-term success.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

In aviation, disruption is part of the business, so the priority is always to protect business continuity. My approach begins with understanding the facts before reacting. Legal teams must distinguish between material risks and manageable issues, providing advice that is practical, proportionate and aligned with the business.

During periods of uncertainty, our role is not to stop the business, but to help it move forward with confidence. That requires balancing legal risk with operational realities and focusing on solutions rather than obstacles.

Equally important is communication. Clear and timely engagement with leadership and key stakeholders keeps expectations aligned and supports better decisions. In my experience, organisational resilience is built through sound judgement, effective communication and close collaboration.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

Before joining Aeroméxico, one of the defining experiences of my career was supporting the international expansion of a Mexican telecommunications company through acquisitions in Europe. As a Latin American lawyer, it was fascinating to help lead transactions involving nationally significant telecommunications operators in the Netherlands and Austria, where success depended on much more than legal execution.

We had to earn the confidence of governments, regulators, boards and shareholders who were being asked to support the acquisition of iconic local companies by a foreign investor from Mexico. The legal issues were complex, but the cultural and institutional dimensions proved to be just as important.

Those experiences taught me that the most successful cross-border transactions are built not only on sound legal advice, but also on trust, cultural awareness and the ability to align diverse stakeholders. When those elements come together, they create the foundation for a successful transaction. When they do not, even the most compelling transaction may never be completed.

What do you think are the most important attributes for a modern in-house counsel to possess?

The most effective in-house counsel are those who truly understand the business. Knowing how the company generates revenue, manages cash flow and creates value is just as important as understanding the law. Legal judgement also requires perspective. Our role is not simply to identify risks, but to assess their significance, distinguish between what is material and what is not, and help the business move forward with confidence. That can only be achieved through close collaboration and open communication with every part of the organisation, from finance and accounting to operations, commercial teams and risk management.